A pollution control equipment supplier sells and installs air, water and effluent systems to factories under deadlines set by buyers and regulators. Success depends on design engineers, site crews and service technicians who work at client plants, often far from the office.
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Share your requirementsA pollution control equipment supplier designs, supplies, installs and services systems such as dust collectors, scrubbers, effluent plants, filters and monitoring units for factories, hospitals and housing projects. A small office holds sales engineers, design and drawing staff, purchase and accounts, while installation and commissioning crews spend weeks at client plants. After handover come service visits, spare-part orders and performance checks. Orders are driven by buyer needs and deadlines set by regulators, so work arrives in lumps and a late commissioning can delay a client's production. Site crews handle heavy equipment, confined spaces and dusty or wet areas. The wider HR for professional services page covers technical consultancies and similar firms.
These are the places the people side of this kind of business tends to give way. The rest of this page works through them.
HR here has to work for each of these groups, not only the office. The set-up below is written with all of them in mind.
GullyHR runs talent acquisition for permanent roles in pollution control equipment suppliers. For each role we agree the job description with you, find and screen candidates against it, and support the offer through to joining. Tell us the role and the number of people, and we start there.
We recruit permanent employees. We do not supply contract or temporary staff.
Every business interviews, but few have a written process that works the same way for every role and every interviewer. GullyHR designs yours, from the role brief to the offer, trains your managers to run it, and can run it for you on the roles you hand us.
We agree what the role must deliver, the must-have and nice-to-have skills, and how each will be scored.
Screening call, assessment, interview rounds and decision points, sized to the role and the number of people you hire.
Structured questions for each role family and a rating guide, so two interviewers judge the same answer the same way.
A short briefing for your managers on what to ask, what to avoid and how to give a clear yes or no.
Who approves, how the offer is made, and how candidates are kept informed from first call to joining.
Staff live away from home, with unclear rules for travel, stay and food, and complaints about delayed claims reach the owner late.
If the one engineer who knows a system is on another site, a plant waits and the client calls the owner.
Drawings reach the site with gaps, and the crew fixes them by hand, so lessons never return to the design desk.
Confined tanks, dust, chemicals and heights call for training and records, but many sites rely on habit.
Post-sale visits are scattered, response times vary and warranty issues are not tied to a person.
Performance claims made during selling reach the commissioning team late, and disputes surface at handover.
Fitters and welders joined for one project leave without records, and quality varies from site to site.
Sales engineers are rewarded for orders, while site teams carry the delay and the rework, which sours teams.
Start with the topics that matter most here: Learning and Development; Compensation, Payroll and Benefits; Health, Safety and Wellbeing. Then work through the rest. Each topic is written for professional services, not in general.
Training planned from need rather than from the calendar.
Salary structure, payroll inputs and a month that closes on time.
Induction, records, incident reporting and follow-through.
How many people, in which roles, by when — and what they will cost.
Structure, reporting lines and who is allowed to decide what.
Requisition to joining, the same way every time.
A first day that is the same for the fifth joiner as the first.
Records, attendance, leave and the day-to-day HR that must simply work.
Goals, reviews and ratings that hold up in a conversation.
Named backups for the roles that cannot be vacant.
Communication, recognition and the conditions people actually work in.
Two routes — one for complaints, one for conduct — kept separate.
Policies a manager can apply, and obligations with owners and dates.
Who leaves, when, why — and which of them mattered.
Resignation to relieving letter, in a defined order.
Records that survive people, and approvals that do not queue.
A short monthly pack management actually reads.
An HR function that runs the same way every month.
The pieces a pollution control equipment suppliers business puts in place, in an order that makes each easier. Open any card for the detail.
Clear eligibility for travel, lodging, food and claims, with a short claims window, so engineers are not left waiting for money.
Clear eligibility for travel, lodging, food and claims, with a short claims window, so engineers are not left waiting for money. The compensation work can help structure it.
Every product line has a second trained person, with a sign-off in the learning and development process.
Every product line has a second trained person, with a sign-off in the learning and development process.
A short meeting and a checklist when drawings go to site, plus a return note of changes made on site.
A short meeting and a checklist when drawings go to site, plus a return note of changes made on site.
Confined space, dust, chemical and height rules read out on day one at every site, with a signed attendance record.
Confined space, dust, chemical and height rules read out on day one at every site, with a signed attendance record. See the health and safety work.
Every post-handover call is logged with date, person and closure, so response times and repeat issues can be seen.
Every post-handover call is logged with date, person and closure, so response times and repeat issues can be seen.
Part of the sales reward depends on smooth commissioning, which makes selling and delivery share a goal.
Part of the sales reward depends on smooth commissioning, which makes selling and delivery share a goal. The performance management process can carry it.
Before changing anything, find out what is true today. These checks take an afternoon and tell you which of the topics above to start with.
Share your requirementsConfirm with a qualified professional. What applies to you depends on your business, your state and your arrangements, and it changes. This page describes practice. It does not state a legal position.
The services below fit this kind of business best. Each starts by recording where you stand, and every later report compares against that. We do not promise outcomes.
Backup engineers and written sign-offs so no site waits for one expert.
Site induction and confined-space routines for crews at client plants.
Clear travel, stay and incentive rules that match site work.
Goals that connect sales, design and site so delivery is shared.
Start with a free conversation, or see the paid HR Diagnostic.
Understand the business, its workforce, current processes and HR challenges.
Find the missing, weak, inconsistent or person-dependent processes.
Create the structure, processes, policies, SOPs, dashboards and systems needed.
Help HR and department managers actually adopt the new system.
Digitise repetitive and approval-based workflows where it is worth doing.
Track hiring, attendance, employee cost, performance, training and attrition.
Strengthen the people-management system continuously, not once.
From the GullyHR blog: one on HR in professional services, and one on each of the topics this page points to.
Why associates and managers leave consulting, accounting, legal and advisory firms, and how to ask about progression, workload and partners at exit.
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A founder's guide to hiring freshers and running a first-year programme: campus or open drives, a screening round, a training plan by quarter, mentors and checkpoints.
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Simple variable pay structures for product and engineering teams: four options, why individual metrics backfire, a build plan and a one page outline to adapt.
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A shift, weekly and monthly safety routine for rubber plants that names who checks platen guards, mill trip bars, autoclave doors, burst-test cages and slings, and who acts on near misses.
7 min readRead articleMore on the GullyHR blog.
Name a second engineer for each product line and have them shadow one commissioning. Record the sign-off and refresh it yearly.
Who qualifies, per-day amounts or actual claims, lodging limits, claim deadlines and how advances are settled. Keep it in writing and confirm with a qualified professional.
Hold a handover meeting at dispatch and ask the site team to return a list of changes made. The design desk then fixes the source drawing.
Many suppliers use a mix. Whichever you choose, keep records of who worked on which site and confirm the legal arrangement with a qualified professional.
Log each call with date, site, person and closure date. A monthly look at the oldest open calls shows where response slips.
We would ask which engineers are single points of failure, how site travel is claimed and how drawings reach the site crew. A good opening project is a backup-engineer plan plus a site allowance rule. Scope is written down for you to accept or change.
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